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Leading and Managing Health Services

Leading and Managing Health Services

9781009540087
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Description
Including perspectives from across various health sectors, Leading and Managing Health Services considers the fundamental leadership and management skills students need to successfully navigate change and innovation in health service settings. The second edition has been updated to reflect changes to the health services industry in recent years. Two new chapters on empathic leadership and leading and managing in the digital age cover concepts including compassionate care, digital health, artificial intelligence and telehealth. Each chapter includes definitions of key terms for easy reference, contemporary case studies to provide relevant industry perspectives and end-of-chapter reflective and self-analysis questions for deeper student engagement. Written by leading academics and industry experts, Leading and Managing Health Services provides students with practical skills to lead and manage in a wide range of healthcare settings, no matter where they sit in the organisational structure.
Product Details
Cambridge University Press
103856
9781009540087
9781009540087

Data sheet

Publication date
2025
Issue number
2
Cover
paperback
Pages count
412
Dimensions (mm)
202.00 x 253.00
Weight (g)
890
  • Part I. Introduction: 1. Concepts of leadership and management in health services Sandra G. Leggat; 2. Leading and managing: Frameworks and theories Gary E. Day; Part II. Leads Self: 3. Leading ethically Gian Luca Casali and Gary E. Day; 4. Self-management John Adamm Ferrier; 5. Emotional intelligence and self-awareness Leila Karimi and Jiri Rada; 6. Exploring values Eleanor Milligan and Jennifer Jones; 7. Ambiguity and leadership Mark Avery; 8. Leadership and critical reflective practice Ahmad Saedisomeolia; 9. Empathic leadership Sandra G. Leggat; Part III. Engages Others: 10. Communication leadership Mark Keough; 11. Leading interprofessional teams Katrina Radford and Janna Anneke Fitzgerald; 12. Clinical governance Cathy Balding; 13. Partnering with stakeholders Sharon Brownie and Audrey Holmes; 14. Power and political astuteness Nicola McNeil; 15. Influencing strategically Mark Avery; 16. Networking John Rasa; Part IV. Achieves Outcomes: 17. Holding to account Ged Williams and Linda Fraser; 18. Critical thinking and decision-making Richard Baldwin; 19. Managing and leading staff Godfrey Isouard; 20. Project management Zhanming Liang; 21. Financial management Christine Dennis; 22. Negotiating Sandra G. Leggat; Part V. Drives Innovation: 23. Creativity and visioning Godfrey Isouard; 24. Evidence-based practice Sandra G. Leggat; 25. Successfully managing conflict Gary E. Day; 26. Building positive workplace cultures Gary E. Day and Kirsty Marles; 27. Leading and managing change Gary E. Day; 28. Healthcare quality and service improvement Mohamed Khalifa; 29. Leading and managing in the digital age Mark Keough and James Boyd; Part VI. Shapes Systems: 30. Workforce-planning Ged Williams and Ben Archdall; 31. Strategic planning and sustainability Sandra G. Leggat; 32. Health service planning Chaojie Liu and John Adamm Ferrier.
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